Weekly Round-up: September 07, 2012

This week is all about innovation.

Managing Security and Productivity in an Era of Ubiquitous Personal Connectivity

New college graduates entering the workforce this year may have gotten their first iPhone before they started college.  They may have gotten their first email address while they were in middle school.  While students who graduated from college even five years earlier were doing research on their laptops in dorm rooms, this year's graduates could fact-check their professors during their lectures on high-speed wireless networks using devices that weigh less than a bottle of water and fit surreptitiously in a pocket or purse.

Government Reform: The New Zealand Example (Part 2)

At the World Bank’s series of forums on performance management, I found John Whitehead’s insights particularly interesting.  Whitehead is a former secretary of the Treasury in New Zealand, which has been touted as the most advanced in performance-oriented government reform.  He looked back on what worked and what did not in their reform efforts over the past 25 years.  New Zealand’s effor

The Center Expands Its Focus on Innovation

In the last several years, the focus on innovation as a core driver to government performance and transformation has increased significantly.  The role of Chief Technology Officers, and new positions of Chief Innovation Officers and new Innovation offices in a number of agencies, pose challenges for leaders regarding how best leverage this burgeoning areas of expertise.  In that light, the Center for The Business of Government is enhancing its focus on innovation as a key element in helping government solve hard problems.

Dr. Kevin Desouza's "Challenge.gov: Using Competitions and Awards to Spur Innovation"

Kevin C. Desouza’s “Challenge.gov: Using Competitions and Awards to Spur Innovation,” examines the cross-government electronic platform, Challenge.gov, through which agencies can pose problems and challenge the public to provide solutions.

Cutting-edge government leaders are constantly seeking new and innovative ways to solve public problems. The opportunity facing government managers is to find these new approaches.

How Governments Can Tap Corporate Responsibility to Address Public Issues

 to meet very specific needs.

 

The concept of corporate responsibility covers a broad spectrum of corporate “give back” including governance, social responsibility, philanthropy and, most recently sustainability.  Generally, corporate responsibility focuses on an individual organization’s relationship with its community, stakeholders, and customers, and the way in which it contributes to the world around it beyond profit and shareholder value -- sharing and contributing to something bigger than the immediate economic well being of the organization. 

How Can Local Governments Do More with Less?

 

Much attention is being paid to Federal budget shortfalls -- but state and local government, who are the agents of management and delivery for many essential programs that benefit the public, face a major challenge in maintaining sound public services with a dwindling resource base.  

Weekly Round-up: August 24, 2012

Review of Ines Mergel's "A Manager’s Guide to Designing a Social Media Strategy"

Social media have been changing the way companies and government agencies operate since the middle of last decade--upending long-held ways of doing business and reshaping the relationship between government and citizens. Though more than 100 million Americans are members of a social media site like Facebook or Twitter, few government agencies have explicit policies for interacting through those platforms. Indeed, many are still in the process of developing clear guidelines for social media administrators, lawyers, public affairs officials.

New Center Report - Collaboration Across Boundaries: Insights and Tips from Federal Senior Executives

The IBM Center for the Business of Government is pleased to release present a new report, Collaboration Across Boundaries: Insights and Tips from Federal Senior Executives, by Professors Rosemary O’Leary and Catherine Gerard of the Maxwell School of Citizenship and Public Affairs, Syracuse University.

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